How to apply artificial intelligence to human resources?
- Aug 14, 2019
The human resources departments of some companies are concerned about a possible replacement of employees with technology.
They end up ignoring the fact that innovation in all areas comes to help and optimize. And (why not?) Humanize search results for the best candidates
When we use science correctly, we can develop more egalitarian ways of dealing with human problems. Consequently, thus, walking towards the progress of a nation.
The correct way to use technology in hiring people is called artificial intelligence.
Contrary to popular belief, we are not talking about simple solutions. Which only promote match between keywords from the resumes submitted and the checklist based on the recruiter's attitudes.
This procedure only reinforces the occurrences of people extremely prepared to perform a certain function being discarded due to age, race, gender, income etc.
While data analysis technology makes it easy to work in the selection department, these robots must also contribute to the company's social mission. Something intrinsic to the department that takes care of humans exactly.
Thus, technology cannot serve to reinforce hiring with bias and prejudice.
Priority must be given to artificial intelligence in order to demystify the professional model that makes the difference for the business.
It would be to exchange bias-laden thinking for a proven statistic of the qualities that make a difference in a successful business.
When we make the algorithms work similar to a human brain, then we can teach the machine to pay more attention to this portion of thousands of unemployed.
Artificial intelligence has the real learning ability to avoid discrimination. It goes far beyond the activity of joining words in column A with the terms in column B.
Machine learning is an example of what can be done to democratize human resources.
Its functionality allows, for example, to study the emotional characteristics - and not just the techniques - of the professionals that best fit the company culture. And consequently, they deliver the best results.
Sometimes the algorithm surprises the recruiter by pointing out that his assumptions were incorrect. Not young, but more senior employees were able to deliver projects quickly, for example.
Among the best features, the algorithm did not point to the need for fluent English. Just there, there are two opinions (preference for age and excellent knowledge of a language) that would fall apart in the next hire.
But until that is a rule, how many millions of Brazilians will continue to be discarded precisely because of these two requirements.
By testing it in a variety of situations, the algorithm learns to handle varied data and sophisticate the recruitment process, eliminating preconceived ideas.
In this technology in question, employees are viewed in the form of codes whose references to marital status, gender, color and others are not considered.
The machine focuses solely on skills that make sense for the business in order to find a resilient, focused, ethical, committed person model.
These characteristics will serve as a parameter for the algorithm to identify its peers in the curriculum stack in a next step.
If properly applied, artificial intelligence can ensure that candidates who - for some biased reason - would be unlikely to be called in for an in-person interview go through the initial screenings.
After all, they are people who identify with a standard of excellence that is sometimes unknown to recruiters.
The human resources team will not be replaced by the machine, but will have its time optimized from technology. This implies greater availability for monitoring human capital within the company.
Even the specific area of recruitment gains from adopting the algorithm in this process. After all, you can make more accurate choices by coming up with only great candidate options pointed out by artificial intelligence.
At this point, technology leaves the scene to make the final decision with the human brain. After all, at the time of the interview, nothing replaces the empathy and sensitivity - indispensable for a selection - from the HR professional.